Emotional Intelligence

The people who study emotional intelligence began by asking a very simple, but profound question: What makes people successful? They tried to qualify it. They looked at IQ and other intelligence indicators. They looked at higher learning and technical training. Did success lie in having the best education? What about MBAs, PhDs and other postgraduate degrees? Did they give people the cognitive edge to become successful?

All things being equal, the people who excel in the workplace and beyond are the ones with higher levels of emotional intelligence. Not that technical ability is unimportant. In fact, it is extremely important for success, especially in the construction industry. But technical ability and experience can only take you so far.  The most successful people have learned to understand emotions in others and make true emotional connections.

Irwin Federman, a partner at US Venture Partners, put it best when he said great leaders know that “people will work harder for someone they like, and they like you in direct proportion to the way you make them feel.” 

Emotional Intelligence is the ability to identify, assess and manage one’s own emotions and those of others. This ability is like any other – it is naturally found in varying degrees from person to person. However emotional intelligence can be increased exponentially through specialized programs.

Get an introduction to Emotional Intelligence in less than 10 minutes from Brent himself – find out what more than 16,000 other viewers have already learned!

Brent has written multiple best-selling books on the concept of Emotional Intelligence. Find out more about these industry-acclaimed writings here!


2 Responses to Emotional Intelligence

  1. Dan C says:

    Emotional intelligence
    Unfortunately, in today’s marketplace, large companies, possibly even the 12 out of the 50 you work for. Do not do not care, and/or involve themselves, with subordinates and emotional connections, they are there to push the bottom line, raise margin and increase revenue. That’s how their, base pay and bonuses are structured. Not by how many emotional connections, they made with their subordinates. They replace subordinates on a yearly, quarterly an even monthly basis. They throw their subordinates under the bus, and/or like a sacrificial lamb and let them take blame for mistakes. Most of these managers moved into the position they are in, based on political influence and/or stabbed their boss, in the back, to get there.
    This is big corporate America of today, Honeywell, Inc., AIG, Fluor Corp., Halliburton, Turner Construction, and ALL managers’ in governmental positions, are status-quo, and not my job people! A daily chant, I hear more and more, every day!
    In my humble opinion, and there’s no cookie cutter program, that would address all the personalities and reasons why people get promoted, into management leadership positions. Quite frankly, when I work for governmental agency in Miami, FL I promoted a gentleman that was basically useless, since he had 10 years tenure and I couldn’t fire him. He was detrimental to my team and its success, he had to go!

    • Dan, I understand your anger over this situation. But in my experience, this is changing, however gradually. I think the reason that it is changing is that companies are finding that the model you mentioned doesn’t work over the long run. It’s great for short term gains, and public companies are usually focused there. But even public companies and governments are realizing the value of relationships and people driven success. I agree that “cookie cutter” approaches are ineffective. That is why all of our programs are a year in duration, working on the needs of the company, the group, and the individual. Once folks start to realize a better way of working, my belief is that it will take root and grow. It’s really part of our human nature if we take the time to cultivate it. I have seen it transform individuals and change company cultures. Best of luck to you. If you would like to discuss this further, let me know. Brent

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